From a young engineer joining Construction Corporation No.1 (CC1) nearly two decades ago to becoming its General Director, leading the company to the stature of a professional international general contractor, Mr. Lê Bảo Anh is a living testament to perseverance, resilience, and an unwavering aspiration for innovation in the construction industry. On the occasion of Vietnamese Entrepreneurs’ Day (October 13), he had a conversation with Nhân Dân Newspaper – sharing his growth journey, leadership philosophy, and CC1’s sustainable development strategy.
Journalist: If your career journey at CC1 were a movie, which scenes would you remember the most?
A “MOVIE” OF NEARLY 20 YEARS AND TURNING POINTS
General Director Le Bao Anh: That “movie” began with an unexpected turning point. I was born into a family with a medical background, once intended to pursue architecture because of my love for the arts, but since the exam schedules overlapped, I chose construction at Ho Chi Minh City University of Technology. Unexpectedly, that seemingly accidental choice became a lifelong “calling” – nearly 20 years with CC1.
I started at the Project Management Department, then became secretary and assistant to the General Director – a rare “strategic window” that allowed me early exposure to the core issues of corporate management: from strategic planning, restructuring, to team leadership. Those early days were truly difficult: a shortage of projects, tight cash flows, an oversized apparatus. Yet, it was precisely those challenges that helped me develop systematic thinking and resilience against adversity.
After the reform period with ADB and the state divestment in 2020, CC1 officially became a 100% private enterprise. I successively took on the role of Deputy General Director in charge of investment, and then General Director of the entire corporation. Each step meant greater responsibility, but also the opportunity to create my own imprint on CC1’s proud legacy.
REPRESENTATIVE PROJECTS
FROM “SUBCONTRACTOR” TO INTERNATIONAL GENERAL CONTRACTOR
Journalist: How has CC1 both preserved brand resilience and built a sustainable value chain based on construction–investment–materials?
General Director Le Bao AnhGeneral Director Le Bao Anh: CC1’s strength and distinction lie in its three strategic pillars: construction, investment, and the production and trading of construction materials and components. This is a closed, self-sufficient, and highly synergistic value chain.
If construction – our traditional field – maintains brand strength and stable workloads, then investment broadens financial capacity, enhances management efficiency, generates abundant projects, and improves profit margins.
Meanwhile, producing and trading construction materials and components enables us to control product quality and input costs, develop a large-scale, fast supply chain, and meet even the strictest demands of the market and society.
Mr. Le Bao Anh went directly to the site to check the progress, listen, encourage and inspire the team of engineers and workers.
Journalist: On that foundation, which projects best represent CC1’s transformation from a “subcontractor” into an international general contractor and one of Vietnam’s leading infrastructure builders?
General Director Le Bao AnhGeneral Director Le Bao Anh: In construction, CC1’s biggest distinction from many other companies lies in our comprehensive development across three areas: industrial, civil, and transport–infrastructure. We have a scientific management system that is continuously upgraded to match the pace of the times, along with experienced engineers and managers who are deeply specialized and passionate about their work.
In industry, CC1 has made a strong leap: from merely “subcontracting” for Japanese, Korean, and European contractors to standing shoulder-to-shoulder and even leading international joint ventures. Notable examples include the EPC contract for Quảng Trạch 1 Thermal Power Plant with Hyundai E&C and Mitsubishi Corporation, and even serving as “leader” in the EPC consortium for Na Dương II Thermal Power Plant.
In petrochemicals, CC1 has participated in all three of Vietnam’s first refineries: Dung Quat, Nghi Son, and Long Son. Such large-scale, technically complex industrial projects with CC1’s presence have contributed to stable electricity supply and national energy security.
Long Thanh International Airport
Na Duong II Thermal Power Plant
Long Thanh International Airport
Na Duong II Thermal Power Plant
Ho Chi Minh City Children's Hospital
T3 Terminal – Tan Son Nhat Airport
Ho Chi Minh City Children's Hospital
T3 Terminal – Tan Son Nhat Airport
In civil construction, CC1 has left its mark on iconic projects such as Ho Chi Minh City Television Tower, Ho Chi Minh City Police Headquarters, Vietnam National University–HCM, and Ho Chi Minh City Children’s Hospital.
We have also helped shape the modern urban landscape with landmark commercial and service buildings like Rex, Majestic, Caravelle, and Sheraton Hotels; Diamond Plaza; and Bitexco Financial Tower. Each is a milestone proving CC1’s strong presence and enduring brand across sectors.
I still remember the groundbreaking of Thủ Thiêm Bridge – the first bridge across the Saigon River since reunification in 2005. That bridge marked the beginning of CC1’s journey through major transportation works like the new Đồng Nai Bridge, Hóa An Bridge, An Hảo Bridge, Metro Line No.1 (Bến Thành–Suối Tiên), north–south expressways, Long Thành International Airport, and T3 Terminal at Tân Sơn Nhất.
In early 2025, CC1 was honored as Vietnam’s No.1 Prestigious Industrial–Infrastructure Contractor, a worthy recognition of our tireless efforts and commitment to leading projects of national strategic importance.
Mr. Le Bao Anh - General Director of CC1 received the cup and certificate of Leading the Top 10 prestigious infrastructure-industrial construction contractors in 2025.
DIGITAL TRANSFORMATION, CORPORATE CULTURE, AND THE ASPIRATION TO LEAVE A LEGACY
Journalist: Many businesses struggle with digital transformation. How did CC1 approach and overcome the “invisible barrier” of mindset?
General Director Le Bao Anh: To me, digital transformation is no longer optional but existential. Technology is just hardware – the real software lies in people and culture.
Right after state divestment and equitization in 2020, we identified the need for strong transformation: from project monitoring and financial operations to internal communications. We applied ERP, AI, and BIM 5D – not just to digitize work, but to spark a new mindset: transparency, discipline, responsiveness, and control.
I often mention the “boiling frog syndrome” – if we fail to recognize and act on changes, we’ll be “cooked” before we know it. At CC1, digital transformation is our operating language, mandatory for all departments – no one is left out.
To sustain this journey, we built a deeper foundation: the CC1 Cultural House. Our culture is crystallized in six core values: Integrity – Discipline – Agility – Aspiration to Lead – Efficiency – Social Responsibility.
We defined 18 key behaviors, 18 fundamental assumptions, and 61 “taboos.” Importantly, these norms are expressed in a witty, relatable way, making them easy to remember. For example: a person of integrity is someone who doesn’t “flip like rice paper” or “speak just to please”; a disciplined person isn’t “stretchy like a rubber band” or “passing the ball”; and an efficient worker is never just a “one-move chess player.”
CC1 contributes to creating a modern urban appearance with a series of large-scale commercial and service projects such as Rex Hotel, Majestic, Caravelle, Sheraton, Diamond Plaza, Bitexco Financial Tower, etc.
I don’t seek to be remembered as an individual. What I wish to leave behind is a robust operating system – an organizational legacy where every generation can confidently move forward.
(Tổng Giám đốc CC1 Lê Bảo Anh)
PhóJournalist: Have you ever made decisions contrary to the majority? What does that say about your leadership style?
General Director Le Bao Anh: Many times. Leadership is not about pleasing everyone, but about staying the course. In tense moments – for example, halting a project midstream or restructuring a core unit – I rely on data and principles, not popular sentiment.
I value decisive actions backed by reason, while keeping a spirit of humility and learning. Every decision, even against the tide, must be rooted in long-term vision and subject to transparent review.
I also believe in the power of inspiration. A good leader doesn’t do the work for others, but “lights the fire” – leading with consistency and positivity. Today’s CC1 culture is not just shaped by me, but cultivated by the collective every day.
CC1 cooperates with Ho Chi Minh City University of Technology in training human resources in the construction industry with a total value of 1 million USD, lasting 5 years.
Journalist: Nearly 20 years at a single company is not easy. For you, was it choice, fate, or commitment?
General Director Le Bao Anh: Perhaps all three. I chose CC1 because it challenged me, gave me opportunities to learn, grow, and contribute. But at a deeper level, perhaps it was fate – a journey where I still feel indebted: to renewal, to leadership, and to a bigger dream for Vietnam’s construction industry.
CC1 always considers sustainable development as the focus of its long-term strategy, with a strong commitment to environmental protection and social responsibility.
Journalist: If you had to choose one project as your symbol and one sustainable value to leave behind for future generations, what would they be?
General Director Le Bao Anh: Perhaps Na Dương II Thermal Power Plant, where CC1 first became “leader” in an international EPC consortium. It marked our maturity – no longer a follower, but a driver. Or perhaps Thủ Thiêm Bridge, where I witnessed CC1 laying its “first stones” for a long-term presence in infrastructure.
At the recent ceremony honoring 50 outstanding construction projects of Ho Chi Minh City on the 50th anniversary of national reunification, Thủ Thiêm Bridge was recognized in the Transportation Infrastructure category. It was not just CC1’s pride, but also proof of our steadfast contributions through “nearly half a century of quietly reshaping the nation.”
I don’t seek to be remembered as an individual. What I wish to leave behind is a robust operating system – an organizational legacy where every generation can confidently move forward.
What I want to leave behind is a strong CC1: with sustainable culture, leading capability, integration resilience – and the refusal to ever stand still.
Journalist: Thank you very much!
Source: Nhan Dan Newspaper